On Friday, January 28, 2011 4:55 PM, John Sowa wrote:
"First, make a case to the senior most executive that your solving a
problem, meeting a challenge, exploiting an opportunity that matters to
him/her and the organization".
I endorse this and all the points below.
But let me share some experience of dealing with top executives as far as we
plan to start an International Executive Education Program in Smarter World
and Intelligent Cities, where the Standard Ontology/Semantics with its
infinite applications will be featured as a module, and where we negotiating
Matthew West to participate.
First and last, just forget the name of Ontology, the most confusing and
misleading term of modern age, mostly due to the SW folks :). Go for the
foundation classes or universal meaningful structures or ultimate strategic
categories and supreme rules underlying society, industry, science,
technology, management, etc.
As an example, there is an ExProgram courses initiated by NASA's Singularity
University in so-called exponential technologies. The fields are AI and
Robotics and Cognitive Computing, Bioinformatics and Biotechnology, Energy
and Ecological Systems, Nanotechnology, Medicine, Neuroscience and Human
The sure way to attract, say, the government leaders to such innovative
things is to come with a simple Foundation/Root Ideas/Concepts/Classes
showing how all these knowledge branches are branching. To be conclusive,
your persuasive argumentation should be supported by a crystal clear style
language as well.
Briefly, my practical suggestion: try to keep your ontology presentation as
lucid and pellucid as John is usually doing :).
----- Original Message -----
From: "John F. Sowa" <sowa@xxxxxxxxxxx>
Sent: Friday, January 28, 2011 4:55 PM
Subject: Re: [ontology-summit] [Making the Case] Elevator Pitch (02)
> Dear Matthew and Mills,
>> there are different audiences we need to reach, so unless you are
>> just addressing a general audience, please state the audience you are
>> are addressing.
> Yes indeed. An elevator pitch must be tailored to the interests
> of the person you are talking to.
>> First, make a case to the senior most executive that your solving
>> a problem, meeting a challenge, exploiting an opportunity that
>> matters to him/her and the organization.
> The IBM sales force had one fundamental guideline:
> Before you can sell the solution, you must sell the problem.
> Before anybody at any level is going to want an ontology, they
> must be convinced of two things: (1) they have a serious problem,
> and (2) a good ontology can solve that problem.
> Before we can sell the idea of ontology to anybody, we have to ask
> ourselves some very serious questions:
> 1. What problem(s) can an ontology solve?
> 2. How are those problems being solved (or bypassed) today?
> 3. Could an ontology solve or help solve those problems
> better than tools that don't use an explicit ontology?
> 4. How?
> Vague slogans and talking points are useless. These questions
> must be answered with hard facts, case studies, and results.
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